The following In-House Advisor guidance note provides comprehensive and up to date legal information covering:
I have written many times about what a privilege it is to be a mentor.
It is something I relish and provides me with the most job satisfaction I can imagine. For many years my work in this area consisted mostly of meeting talented, good people needing some encouragement, support or direction as they developed their careers. It was never all positive; when someone is unemployed, overlooked or even bullied there are tough conversations and some difficult things to hear, but the tone was nearly always about taking action, reconciling disappointment and moving forward.
In recent years, however, there has been a noticeable change in tone and content in the majority of the mentoring conversations I've had. It is increasingly a concern and something I now feel compelled to write about in more detail. Let me describe four instances from the last few weeks that will show why I am so worried. None of the examples are exaggerated, although I have changed some details so that confidentiality is assured.
Example One: A senior in-house lawyer in a large team, for a global brand. This lawyer is responsible for pan-European commercial activity. A problem has arisen in southern Europe and there is the possibility of a regulatory investigation. This is not a dramatic scenario, nor should this be overly perplexing. I meet the lawyer
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